Supplier-dedicated resources and flexibility’s roles in a manufacturer’s superior performance

2021 ◽  
Vol 47 (2) ◽  
pp. 86-96
Author(s):  
Yan Jin ◽  
Mario Norbis ◽  
Iddrisu Awudu
Keyword(s):  
Adverse Effect ◽  
Supply Chain ◽  
Customer Value ◽  
Manufacturing Firms ◽  
Superior Performance ◽  
Company Size ◽  
Supply Chain Disruptions ◽  
Manufacturing Firm ◽  
Industry Type ◽  
Order Construct

In today’s ever-changing environment, a manufacturing firm depends increasingly on suppliers to sustain its competitiveness. The recent COVID-19 pandemic has demonstrated that supply chain disruptions impair a firm’s ability to deliver customer value. The adverse effect is more significant when the supply chains in question are inflexible rather than flexible. This research argues that supplier-dedicated resources (SRs) and supplier flexibility (SF) determine a manufacturing firm’s competitive advantage (CA) and provide a comprehensive view of these supply chain-based factors in the same model. Based on data from 201 respondents in US manufacturing firms that vary in industry type and company size, the results confirm that SRs are critically extended resources for a manufacturing firm. The results also demonstrate that SF mediates the effect of SRs on a manufacturer’s sustainable CA fully. Further, the research develops and verifies SRs as a second-order construct reflecting the synergistic benefit of three subconstructs: dedicated technology, engineers and managers, and company climate.

scholarly journals THE EFFECTS OF SUPPLY CHAIN MANAGEMENT PRACTICES ON TECHNOLOGICAL INNOVATION: A CASE OF MANUFACTURING SECTOR OF PAKISTAN

2020 ◽  
Vol 2 (1) ◽  
pp. 58-75
Author(s):  
SYED ATIF ALI WARSI ◽  
DR. MUHAMMAD ASIM ◽  
SALMAN MANZOOR
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Technological Innovation ◽  
Information Quality ◽  
Management Practices ◽  
Manufacturing Sector ◽  
Manufacturing Firms ◽  
Partial Least Square ◽  
Manufacturing Firm ◽  
Chain Management

The purpose of the study is to examine the relationship between supply chain management practices (SCMP) on technological innovation in the manufacturing sector organizations of Pakistan. The supply chain management practices (SCMP) include in this study are strategic supplier partnership, information sharing, information quality, postponement and internal lean practices while technological innovation being the dependent variable. The target population for this study has been selected as the manufacturing sector in Pakistan. The study has collected 200 responses from the supply chain professionals of manufacturing firms of Karachi, Pakistan. For analysis of data, partial least square structural equation modelling (PLS-SEM) named Smart PLS version 3.2.8 has been used. The finding of the study showed that supply chain management practices have a positive impact on technological innovation. The postponement has the highest impact and positive relation with technological innovation, then strategic supplier partnership was found to a positive and significant impact on technological innovation, while information quality has lower impact and positive relationship with technological innovation. The study suggests that manufacturing firms should implement proper supply chain management practices for making their product and process innovations. The paper will provide insights to the manufacturing firm how these supply chain management practices help in technological innovation.

Exploring the factors influencing the adoption of supply chain finance in supply chain effectiveness: evidence from manufacturing firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jean-Noël Beka Be Nguema ◽  
Gongbing Bi ◽  
Zulqurnain Ali ◽  
Aqsa Mehreen ◽  
Christophe Rukundo ◽  
...  
Keyword(s):  
Supply Chain ◽  
Information Sharing ◽  
Financial Institutions ◽  
Manufacturing Firms ◽  
Equation Modeling ◽  
Manufacturing Firm ◽  
Content Type ◽  
Supply Chain Finance ◽  
Factors Influencing ◽  
External Collaboration

Purpose Several manufacturing firms are facing various internal concerns such as financial and operational issues, which strongly pushed the firms to search for solutions (e.g. supply chain finance; SCF) to sustain their supply chain operations and supply chain effectiveness (SCE). In this view, this study attempts to explore four key factors influencing the adoption of SCF, which, in turn, impacts SCE in Chinese manufacturing firms. Therefore, this study aims to propose that how information sharing, external collaboration, digitization and financial institutions enable manufacturing firms’ to adopt SCF that subsequently enhances SCE. Moreover, how supply chain risk (SCR) mediates the association between SCF adoption and SCE. Design/methodology/approach The current research recruited 177 Chinese manufacturing firms administrating a questionnaire to supply chain managers and tested the proposed conceptual model and associations using structural equation modeling. Findings The results reveal that all four factors are positively related to the adoption of SCF, which consequently improves the SCE of manufacturing firms. Moreover, the findings show that the effect of SCF significantly and positively impact SCE. Further, the result also confirmed that SCF significantly mitigates SCR, thereby leads to improves SCE. Research limitations/implications The current study mainly focuses on Chinese manufacturing firms, which may generate low generalizability. In addition, this study was based on a cross-sectional research design which may generate common method bias. Therefore, more comparative studies are needed between developed and developing countries to enhance the generalizability of the study findings. Practical implications This study provides significant new insights about how marketing managers and practitioners can adopt SCF in manufacturing firms via information sharing, external collaboration, digitization and financial institutions to mitigate firm risk and enhance SCE. Originality/value The approach used in this research differs from many of the previous studies and investigates the factors of adoption of SCF and their impact on SCE in the manufacturing firm sector within the context of the Chinese economy. Therefore, this research is an important guide for scholars, managers and executives of marketing, while providing them with a new model, significant insights which are significant in their organizations.

How manufacturing firm characteristics can influence decision making for investing in Industry 4.0 technologies

2019 ◽  
Vol 31 (5) ◽  
pp. 1117-1141 ◽  
Author(s):  
Lisa Bosman ◽  
Nathan Hartman ◽  
John Sutherland
Keyword(s):  
Workforce Development ◽  
Industry 4.0 ◽  
Global Economy ◽  
Rank Order ◽  
Manufacturing Firms ◽  
Manufacturing Companies ◽  
Manufacturing Firm ◽  
Content Type ◽  
Industry Type ◽  
The Usa

Purpose Investing in Industry 4.0 is an important consideration for manufacturing firms who strive to remain competitive in this global economy, but the uncertainty and complexity of where to focus technology investments is a problem facing many manufacturers. The purpose of this paper is to highlight a region of manufacturing firms in the Midwest USA to investigate the role of firm size, access to funds and industry type on decision to invest in and deploy various Industry 4.0 technologies. Design/methodology/approach A survey was developed, piloted, and deployed to manufacturing companies located in the Midwest USA, specifically, Indiana, USA. A total of 138 manufacturing firms completed the full survey. The survey participants were requested to rank order the various technology categories with respect to previous historical spending, workforce capabilities and anticipated return on investment. The survey was supplemented with publically available data. Due to the use of rank-order data to identify Industry 4.0 priorities, a non-parametric analysis was completed using the Kruskall Wallis test. Findings The findings suggest that manufacturers with less than 20 employees and/or less access to funds (sales less than $10m) prioritize digital factory floor technologies (e.g. technology directly impacting productivity, quality and safety of manufacturing processes). Larger manufacturers with 20 or more employees and/or access to more funds (sales greater than or equal to $10m) prioritize enterprise support operations technologies. Originality/value Research studies and reports tend to lump manufacturing’s perspective of Industry 4.0 into one homogenous group, and rarely acknowledge the limited participation of “smaller” Small and medium-sized enterprises, which account for the far majority of manufacturing firms in the USA. The value of this study is on the “novelty of approach,” in that the data collection and analysis focuses on heterogeneity of manufacturing firms with respect to size, access to funds and industry type. The findings and recommendations are beneficial and relevant to organizations supporting Industry 4.0 efforts through workforce development and economic development initiatives.

Manufacturer power over suppliers: scale development and validation

2020 ◽  
Vol 32 (1) ◽  
pp. 199-218
Author(s):  
Yan Jin ◽  
Joy Turnheim Smith
Keyword(s):  
Supply Chain ◽  
Information Systems ◽  
Scale Development ◽  
Manufacturing Firms ◽  
Power Relationship ◽  
Validity And Reliability ◽  
Manufacturing Firm ◽  
Content Type ◽  
Scale Development And Validation ◽  
Development And Validation

PurposeThis research empirically builds a manufacturing firm's power construct that can be used to assess the changes suppliers are willing to make in their operations decision areas, such as quality systems, product management, process management, material management systems and information systems. This approach has not been empirically explored in the operations and supply chain management literature. This research fills this gap with the new power definition method.Design/methodology/approachThis research conducted a two-stage scale development and validation process for a manufacturing firm's power over suppliers. A survey study collected 201 responses from the US manufacturing firms. The research used confirmatory factor analysis (CFA) to assess the validity and reliability of this construct.FindingsThe results confirmed the validity and reliability of a manufacturing firm's power over suppliers as a second-order variable, with five first-order constructs reflecting power in areas of quality, product, process, material and information systems.Practical implicationsManufacturing firms can use this instrument to assess the strengths and weaknesses of their power over suppliers in each decision area. From the results, companies can develop a power-competitiveness grid to guide their power enhancement efforts based on the competitive advantage being prioritized. Similarly, a resource-power grid can assist the manager in deciding whether to invest in a resource that benefits a particular power dimension.Originality/valueThis research contributes to supply chain power literature by taking a unique approach to defining a manufacturer's power regarding its suppliers' decision areas. This power structure opens the possibility to explore the relationship between a firm's resource, power and firm performance. As buyer–supplier power relationship building is increasingly important in the supply chain, knowing the parameters of the power relationship can help the manufacturing firm align its strategic focus to the areas that can be supported by the supply chain.

Pursuing Supply Chain Integration

2017 ◽  
Vol 4 (1) ◽  
pp. 87-103
Author(s):  
Abdul Samed Munkata ◽  
Emmanuel Kwabena Anin ◽  
Dominic Essuman ◽  
Henry Ataburo
Keyword(s):  
Supply Chain ◽  
Business Performance ◽  
Manufacturing Firms ◽  
Supply Chain Integration ◽  
Research Focus ◽  
Barriers And Enablers ◽  
Industry Type ◽  
Empirical Level ◽  
Root Barriers ◽  
The Impact

Although supply chain (SC) integration is well discussed in literature, there is a missing link in its multi-faceted nature, in terms of implementation, at the empirical level. Existing empirical research focus has largely been on examining the impact of SC integration (SCI) on business performance while other issues such as barriers and enablers of SCI have mostly been conceptual. This study was thus set to examine the manner in which firms pursue integration; and how resources, competences, experience, and industry-type influence this course. Using questionnaires, data were collected from 117 service and manufacturing firms operating in the Ashanti Region of Ghana. The contribution of this study lies in its ability to critically examine how SCI is pursued and providing validations to the root barriers/enablers of SCI from a contextual standpoint. The findings of the study do not only fill the void in literature but also offer invaluable directions to practitioners and researchers.

Business management in the football industry from a supply chain management perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhaleh Memari ◽  
Abbas Rezaei Pandari ◽  
Mohammad Ehsani ◽  
Shokufeh Mahmudi
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Business Management ◽  
Relationship Management ◽  
Flow Management ◽  
Manufacturing Firm ◽  
Chain Management ◽  
Content Type ◽  
Proposed Model ◽  
Football Industry

PurposeTo understand the football industry in its entirety, a supply chain management (SCM) approach is necessary. This includes the study of suppliers, consumers and their collaborations. The purpose of this study was to present a business management model based on supply chain management.Design/methodology/approachData were collected through in-depth interviews with 12 academic and executive football experts. After three steps of open, axial and selective coding based on grounded theory with a paradigmatic approach, the data were analysed, and a football supply chain management (FSCM) was developed. The proposed model includes three managerial components: upstream suppliers, the manufacturing firm, and downstream customers.FindingsThe football industry sector has three parts: upstream suppliers, manufacturing firm/football clubs and downstream customers. We proposed seven parts for the managerial processes of football supply chain management: event/match management, club management, resource and infrastructure management, customer relationship management, supplier relationship management, cash flow management and knowledge and information flow management. This model can be used for configuration, coordination and redesign of business operations as well as the development of models for evaluation of the football supply chain's performance.Originality/valueThe proposed model of a football supply chain management, with the existing literature and theoretical review, created a synergistic outcome. This synergy is presented in the linkage of the players in this chain and interactions between them. This view can improve the management of industry productivity and improve the products quality.

scholarly journals Joint Innovation Investment and Pricing Decisions in Retail Supply Chains with Customer Value

2021 ◽  
Vol 13 (3) ◽  
pp. 1309
Author(s):  
Jiali Qu ◽  
Benyong Hu ◽  
Chao Meng
Keyword(s):  
Supply Chain ◽  
Cooperative Game ◽  
Customer Value ◽  
Business Models ◽  
Value Added ◽  
Revenue Sharing ◽  
Nash Bargaining ◽  
Product Price ◽  
Pricing Decisions ◽  
Game Equilibrium

In the retail industry, customer value has become the key to maintaining competitive advantages. In the era of new retail, customer value is not only affected by the product price, but it is also closely related to innovations, such as value-added services and unique business models. In this paper, we study the joint innovation investment and pricing decisions in a retailer–supplier supply chain based on revenue sharing contracts and customer value. We first find that, in the non-cooperative game, equilibrium only exists in the supplier Stackelberg game. However, revenue sharing contracts cannot coordinate the supply chain in the non-cooperative game. By considering supply chain members’ bargaining power, we find that there exists a unique equilibrium for the Nash bargaining product. In addition, revenue sharing contracts can coordinate the supply chain and achieve the optimal consumer surplus. When the supply chain is coordinated, supply chain profit is allocated to the supply chain members based on their bargaining powers.

The roles of prior experience and the location on the severity of supply chain disruptions

2021 ◽  
pp. 1-20
Author(s):  
Milad Baghersad ◽  
Christopher W. Zobel ◽  
Paul Benjamin Lowry ◽  
Sutirtha Chatterjee
Keyword(s):  
Supply Chain ◽  
Prior Experience ◽  
Supply Chain Disruptions
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